INDEX

Sr.no
1
2
3
4
5
6
7
8

Topic
Introduction
Definitions
Levels of conflicts
Sources of conflicts
Conflicting personalities
Effects of conflicts
Model of conflict
Ways & means to manage

Pg.no
2
3
4
8
11
12
15
18

9
10

conflicts
Ten tips to manage conflicts
Conclusion

27
29

Introduction
Conflict

could be defined as a process that begins when one of the parties in the

interaction process perceives that another individual or group has frustrated or about to
frustrate the attainment of their needs and goals. Given the potential for real or perceived
frustration of some needs and goals, conflict is a basic fact of life in groups and
organizations. It is a universal phenomenon and is an inevitable feature of organizational
life. The very nature of organizations guarantees the emergence of conflict. First,
organizations contain people with divergent personalities, perceptions, and values.
Second, these people are assigned to jobs that have contrasting characteristics, impart
unequal degrees of status, and frequently foster competition. Finally, organizations
contain groups that often have conflicting views and they often compete for scarce
resources in order to achieve their goals. Thus, conflict is an inescapable aspect of social
1

interactions, an inevitable consequence of the interactions and interdependence between

people and groups. A conflict-free organization has never existed and will never exist.
Antagonism, tensions, aggressions, stereotyping, negative attitudes, frustration, and
perceived conflicting needs will always be present, whenever people have to live and
work together. An effective manager must understand the nature of conflict that is
prevalent and its beneficial effect, and also the type of conflict that is not beneficial. He
must, then, deal with conflict in ways that will promote the individual, group, and
organizational goals. It is to be understood that management of conflict is an essential
pre-requisite to sound human relations.

Definitions

According to Robbins, conflict is a process in which an effort is purposefully made by

one person or unit to block another that results in frustrating the attainment of the others
goals or the furring of his or her interests.
Reichers (1986) defined conflict as the perceived incompatibility between one goal, value
or need and another goal, value or need. This definition shows that conflict may exist
within the same persons or between a person and another entity.
Harigopal (1995) stated that conflict is a state of mind characterized by indecision,
uncertainty, dilemma, tension and anxiety. It is as though there are a number of forces,
somewhere in the brain, each moving in opposite and non-complementary directions. An
individual experiences conflict when he is expected to behave in two or more
incompatible ways at the same time.

Levels of Conflicts

Intra-Personal Conflict
Lets take intra personnel conflict, as rest are more or

less self-explanatory. In this a

persons different role expectations are not satisfied or demand of different goals are
conflict with each other. Besides if there are physical, social psychological barriers which
cannot be crossed then also conflict occurs inside an individual. The two basic strategies
followed by individuals to counter these are fight and flight i.e. aggression, withdrawal,
compromise continuing to strive for the goal. If a person is unable to achieve his target
then it is reflected in his efficiency, long lunch breaks, sick leaves, alcoholism, displaced
aggression etc. That is why conflict management is receiving so much attention these
days as cost of man-hours lost has increased alarmingly. In a bid to counter the conflict
the person starts doing hard work, he overcompensates for his conflict and changes his
goal to complimentary goals.
3

Inter-Personal Conflict
Interpersonal conflict involves two or more individuals. Such conflict situations are made
up of at least two individuals who hold polarized points of view, who are somewhat
intolerant of ambiguities, who ignore delicate shades of grey, and who are quick to jump
to conclusions. Individuals, who join an organization, bring along with them certain needs
and beliefs. When they work for the organizational goal the needs, beliefs, values, and
customs of individuals do clash and this results in conflict.

Reasons for inter-personal conflict

The most commonly cited reasons for interpersonal conflict are personality differences,
perceptions, clashes of values and interests, competitive environment, power and status
differences, scarce resources, stereotype behavior, and exploitative nature of human
beings. These are briefly discussed below.
a) Personality differences: Some people have difficulty in getting along with each other.
This is purely a psychological problem and it has nothing to do with their job requirements
or formal interactions.
b) Perceptions: Varied background, experiences, education, and training result in
individuals developing different perceptions of similar realities; the result being an
increase in the likelihood of interpersonal conflict. Vertical conflicts develop in
organizations, usually because superiors try to control subordinates and subordinates
tend to resist. The subordinate resists because he believes that the control infringes on
his personal autonomy, makes his behavior more predictable to others, and thus weakens
4

his

position

in

the

organization.

c) Clashes of values and interests: Conflict that so commonly develops between

scientists and administrative and accounts personnel shows how differences in values
and

interests

might

underlie

conflict.

d) Competitive environment: Organizations do reward good work and competence.

Whenever an individual in an organization is rewarded for his good work and useful
results, it triggers of a feeling of frustration and hostility among some other people, who
feel that their self-respect is at stake. This leads to interpersonal conflict among the
individuals in the organization, and also between the affected individuals and the
authority.

e) Power and status differences: Organizations are political structures. They operate by
distribution of authority and setting a stage for the exercise of power. Unequal distribution
of power and status would definitely lead to conflict. A lower-grade scientist when gives an
order to a higher-grade scientist, conflict does arise. The lower-grade scientist may be
doing it because of the power vested on him by the manager/director of the organization.
f) Scarce resources: Interpersonal conflicts usually result when each person in an
organization jockeys to possess a scarce resource. The belief that somebody else is out
to eat away ones share of resources may create ill feelings between individuals. When
the scarcity is absolute, i.e. when the resource level cannot be enhanced, it becomes very
difficult to manage interpersonal conflicts. For example, if four qualified individuals vie for
one superior position in the organization, and if there is only one such position,
interpersonal

conflict

would

develop

to

an

unmanageable

level.

g) Stereotype behaviour: Stereotyping makes people to form opinions about others,

which are more often through hurried judgments. As a result of this, people tend to
5

behave in a more biased manner with others, and this leads to interpersonal conflicts. In
India, people belonging to a particular religion, region, caste, and group exhibit a skewed
attitude and behaviour towards others belonging to another religion, region, and caste.
This

leads

to

lot

of

interpersonal

problems

in

organizations.

h) Exploitative nature of human beings: In organizations, we always encounter a group

of people who tend to exploit others by virtue of their position, authority, etc. As a result,
they try to take an undue share in the outcome, in spite of the fact that their contribution is
not proportionate to that level. This naturally would lead to interpersonal conflicts in the
long run. Heads of the organizations and departments claiming an authorship in the
publications of the scientists working under them, in spite of the fact that they had not
contributed anything in the work is a typical example for this type of interpersonal conflict.
Infact, in certain organizations, it has become a rule that the names of the Heads should
be included in every publication.

Inter-group Conflict
Inter-group conflicts are one of the most important types of conflict in an organization, as
an organization is structured in the form of several interdependent task groups. These
groups could be formal or informal, and the members of these groups interact with each
other for different purposes. These groups differ in goals, work activities, power, and
prestige. The seeds of inter-group conflict are sown in these differences. The various
reasons for inter-group conflict in an organization include goal segmentation/diversity of
goals/incompatible goals; task interdependence; resource allocation; differential reward
systems; ambiguities and task uncertainty; differences in values and perceptions;
overload on some groups; and introduction of change.

Sources of Conflict

There different causes of conflict can broadly be classified in two categories:

Factors relating to organizational structure or functioning

Factors relating to interpersonal relations

Organizational Causes of Conflict

The organizational causes of conflict are:
Organizational changes: Organizations needs to quickly adapt to the rapid changes
taking place on the political, technological and societal front. People have different views
over the direction, route and the resources that the Organization must choose in order to
succeed. This often leads to conflict.
7

 Competition over scarce resources: No organization has unlimited resources and

conflicts often arise over the division or distribution of space, money, equipment or
personnel. Due to the self-serving bias-every side inflates its contribution to the
organization. Such conflicts tend to be intense and prolonged.

Ambiguity over responsibility and ambiguity over jurisdiction: There is

sometimes uncertainty over who is responsible for performing various tasks and duties.
When this occurs each involved party disclaims responsibility and conflict can develop
over this issue. Also sometimes uncertainty exists over who has jurisdiction or authority.

Interdependence: In most organizations, various units, groups and individuals must

depend on others for performance of their own jobs. They receive input from others and
cannot proceed without it. When input is delayed or delivered in an incomplete or
unsatisfactory form, strong conflict may result. Individuals faced with such situations feel
that their major goals are being blocked or interfered with by others. Hence they retaliate
leading to the spiraling of the conflict.

Reward system: When the reward system pits one unit or group against another then
conflict is guaranteed.

Differentiation within the organization: As organizations grow and develop there is

a trend toward an increasing number of departments or divisions. Individuals working in
these groups become attach to them and tend to accept the norms and values. They view
people outside their units as different, less worthy as and less competent than those with
8

in it this leads to conflicts. If individuals in each department or unit are fiercely loyal to
their own group, they lose sight of shared organizational goals and tend to focus on
pursuing their own self-interest. Increasing differentiation within a organization
encourages individuals within it to divide into US and THEM which contributes to the
initiation of conflict.

Power differentials: In organizations there exists a continuous tension between the

norms of equity and equality. Equity is the belief that organization members should be
rewarded in terms of their relative contributions. Equity is applied to raises, bonuses and
other tangible rewards. Equality is the belief that every one should receive the same or
similar outcomes, at least in some respects. Equality is applied to socio-emotional
outcomes such as courteous treatment, friendliness and so on. When a more powerful
organizational member is able to invoke a rule that benefits himself leaving the less
powerful person to accept the situation-the likelihood of overt conflict over distribution of
reward decreases. However at the same time the lesser powerful individual may
experience feelings of frustration and decreased involvement in the relationship. This is
described as non directed conflict.

Conflicting Personalities

Lynn eisaguirre, author of the power of a good fight , rights that the people handling
conflict fit in to one of five personality types:
Pit bulls: such people like to argue and intimidated and dont like to make
concessions. In dealing with such personalities, eisaguirre suggests, one must not take
their nastiness personally and that one must let them vent out- led the steam out by
asking a lot of open-ended questions.
Golden retrievers: The golden retrievers are very accommodating and loyal, and
have a need to be liked. One will not even know that they are unhappy. According to
eisaguirre, it is essential to check with retrievers from time to time that they have no
hidden concerns.

10

 Road runners: Eisaguirre describes such people as THINKERS. In dealing with

such people, they should be given an issue and time to think about it, setting a specific
time to discuss the issue in detail. This allows the road runners time to prepare their
points effectively not postpone the conflict indefinitely.
Cobras: The cobras prefer to talk to others rather than the person directly involved,
often because they feel intimidated. They often work with other to get more powers, such
as in labor unions. That is also likely to engage in office gossip.
Eagles: The eagles understand the value of constructive conflict and use it only when
necessary.

Effects Of Conflicts

The term conflict has strong negative implications. However conflict is not always bad.
Conflicts can be constructive as well as destructive. It is like a Double-edge sword.
Depending on why conflict occurs and how it develops, conflict can yield beneficial as well
as harmful effects.
The advantages or benefits of conflicts are:

11

 Brings problems in the open: Conflict brings that have previously been ignored out
in the open. Since recognition of a problem is necessary first step to their solution,
conflicts are sometimes useful.
Encourages consideration of new ideas: Conflicts often encourages the
consideration of new ideas and approaches, facilitating innovation and change. This is
because once open conflict erupts, an organization can not continue with business as
usual. This often leads to hard decisions, new policies, major shift in personnel, new
internal structure. An appropriate change is likely to follow.

Motivates people: Conflict motivates people on both side of an issue to know and
understand each others position more fully. This can foster open-mindedness and each
side may incorporate the opposing views into their own.
Leads to better decision: When decision makers receive information incompatible
with their views (which is often the case when conflicts exists), they tend to make better
judgments and decisions then when there Is no controversy. This is because conflicts
forces people to challenge their assumptions, confront new ideas and consider new
positions. However if people resent having to confront new ideas than the results may be
more disruptive.
Increases loyalty and motivation: Conflicts enhances group loyalty, increasing
motivation and job performance. Each strives to attain higher levels of excellence to
outdo its rival. Such effort if not carried too far Is beneficial
Increases organizational commitment and job satisfactions: Recent findings
indicate conflict, especially cognitive conflict, in which opposing views are brought out in
the open and fully discussed enhance organizational commitments. Job satisfaction is
reduced when free exchange of opposing views is not permitted.
The disadvantages or drawback of conflict are:
12

 Affects communication and cooperation: Conflicts interferes with communication

between individuals, groups or divisions. It eliminates coordinations between them. It
divers attention and needed energies away from major tasks and efforts to attain
organizational goals. It creates a climate of distrust among the employees.
Affects employee motivation and self-image: Conflicts leads to demoralization
among the employees and affects their morale. Employees feel defeated and their selfimage declines.
Stress: Intense and prolonged conflict in the organization can cause sever stress to
the employees. This in turn ca lead to several damaging physiological, psychological, and
behavioral consequences.
Leaders turn authoritarian: It has been found that conflict between groups
encourages their leaders to shift from participative to authoritarian style. Leaders adopt
more controlling tactics when conflicts develop. As a result of such change, groups
experiencing conflict tend to provide less pleasant work environments.
Negative stereotyping: Members of opposing groups or units tend to provide less
pleasant work environments.
Loyalty towards group: Conflict leads each side to close ranks and emphasize
loyalty to their own department or group. Anyone who suggests, even tentatively, that the
other sides position has some merit is viewed as a traitor. The group suffers from the
problem of Group Think. It reduces the likelihood of effective resolution of the conflict.

As conflicts can be constructive as well as destructive, the managers task

should be to keep conflict at a moderate level so that it stimulates creative thought but
13

does not affect performance. Managers should take care that the conflict does not
become so intense that it harms interests of the organization.

A Model Of Conflict

The John Newstrom and Keith Davis model of conflict resolution is a five stage process:
STAGE 1- Conflict Conditions

14

In the first stage the potential or opportunity for conflict arises due to the presence of
certain conditions. The cause of conflict could be factors such as organizational change,
different sets of values, lack of trust and so on.

STAGE 2- Perceptions of Conflict

The condition of stage 1 negatively affects something that an individual or party cares
about. However for conflict to occur perception of conflict is essential. It is the
awareness of the individual or party that conditions for a conflict exist. Conflict occurs only
when the parties involved recognize the existence of opposing interests. Conflicts may
not occur even when there are obvious decisions because the concerned parties do not
notice these divisions. In such a case conflict remains possibility.

STAGE 3- Participant Intentions

The participants intentions will determine the course of the conflict. Whether the
participant desires to win or loose is very important. Although we presume that a person
would always like to win but this is not always the case. Sometimes participants may
prefer to loose if the cost of winning is too high.

STAGE 4- Resolution Strategies

The intention of the participant will determine his choice of conflict resolution strategies.
The strategy adapted will have great impact on the outcome of conflict. Depending on the
level of concern the participant has for ones own outcomes and for the outcomes of
others, the participant may adopt one of the following five strategies:

15

 Compromising: This strategy aims at finding a middle ground. It reflects moderate

degrees of concern with ones own interest and the interest of others. There is no clear
outcome when this strategy is used.
Forcing: This is an aggressive and dominating strategy aimed at achieving ones
personal goods at the expense of others. This style of conflict resolution reflects a high
concern with the interest of others.
Avoiding: In this strategy the participant has little concern for ones outcomes as well
as those of others. The individual may physically and mentally withdraw from the conflict.
This often results in a lose-lose situation.
Confronting: In this strategy the participant faces the conflict and aims at a mutually
satisfactory resolution. It seeks maximum outcomes for both sides. This strategy is also
known as problem solving or integrating.
Smoothing: It involves giving others whatever they want. In this participant is more
concerned with others outcomes than ones own outcome.
Out of five strategies the confronting strategy is viewed as the best one and which really
seeks a resolution to the conflict.
The benefits of confronting approach are:
(a) It is productive since both parties gain.
(b) It maintains the self-respect of both the parties and creates mutual respect between
them. In contrast to the confronting style, the avoiding and smoothing are basically useful
for managing the conflict process. They help in controlling the degree of conflict and
reduce its harmful effect but the source of conflict continues to exist. The compromising
style is basically a short-term solution and it often causes more harm than good.

STAGE 5- Conflict Outcomes

16

Conflict outcomes are a product of the participants intentions and strategies they adopt.
There are four distinct outcomes possible depending on the approaches taken by the
people involved:
Lose-lose outcome: In this case both the parties are worse of than when there was
no conflict. For example, the manager fires his most competent employee. The avoiding
strategy often results in lose-lose outcome.
Lose-win outcome: It is a situation in which one person (For example, manager) is
defeated while the other one (for example, the subordinate) is victorious. The smoothing
strategy often results in a lose-win outcome.
Win-lose outcome: This is the reverse of lose-win outcome where the manager is
victorious but the subordinate is defeated. The forcing strategy often results in a winlose outcome.
Win-win outcome: In this case both the parties are victorious and better of than when
the conflict began. This is the most preferred out come. One should always strive for a
win-win outcome with everyone connected in the organization, whether it is a supplier or a
customer or an employee. The confronting strategy often results in a win-win
outcome.

Ways and Means to Manage Conflict

Conflicts can be managed in a number of ways. Various factors need to be considered to
decide the right method that would prove useful in a particular situation. Some of the
ways and means to manage conflict are briefed below.

17

1.Avoidance
This method indicates absence of any action. This also includes withdrawal and
suppression.
Strengths: This is perhaps the easiest method to adopt. This method can be used as an
interim strategy to allow the parties to cool down. At times, avoidance until more
information is available or until an analysis of the problem has been made, is the most
productive approach. Temporarily avoiding a situation is also helpful if the issue is
relatively unimportant, or if there is not enough time available for bringing about a
resolution, or if the issue is thought to be only a symptom of a more extensive problem
that must be dealt with later.
Weaknesses: This method does not bring about effective resolution. By following this
method, one can only temporarily get out of conflict, as conflict is not eliminated. This
method is like pushing the issue under the carpet, which might erupt at any time later.
Again, this method is ineffective for resolving important policy issues.

2. Authoritative command or Imposing a Solution

This method forces the conflicting parties to accept a solution which is devised by the
higher-ups in the hierarchy. This becomes possible by virtue of formal positional hierarchy
and authority that exist in organizations.
Strengths: This strategy is very effective in organizations, since members recognize and
accept authority of superiors. This approach is good in emergencies when quick decision
is needed. This is also appropriate when unpopular course of action need to be taken and
there is very little chance that parties involved would ever reach an agreement. Thus, for
example, when cost has to be cut for various departments, and when discipline has to be
enforced.
18

Weaknesses: This method fails to treat the cause of conflict. This strategy does not
necessarily bring about agreement. This method neither allows the conflict to surface nor
it gives room to the conflicting parties to air their grievances. This is highly a short-lived
and temporary approach, and the conflict is bound to reappear later, in other forms during
other situations.
3. Defusion
This strategy involves postponement of or delaying the decisions with a view to cool down
the intensity and thus avoid escalation or open hostility. This approach involves focusing
on unnecessary issues, thereby avoiding the main problem for sometime.
Strengths: Helps to avoid the conflict temporarily. Allows the manager to buy sometime to
think of a permanent solution at a later time.
Weaknesses: The major cause of the conflict is not confronted and this leaves anxiety
about the future among the conflicting parties, thereby leading to dissatisfaction among
the involved groups.

4. Smoothing
This approach plays down the differences while emphasizing on the common interests.
This method emphasizes the co-operative efforts.
Strengths: The major strength of this approach lies in the fact that all conflict situations
have points of commonality within them. This method is best suited when preserving
harmony and avoiding disruptions are especially important. This method serves as a stopgap strategy to let people cool down and regain perspective. This strategy is most
appropriate when the conflict is concerned with non-work issues. When conflicts arise due
to issues like moral values, beliefs, etc., this approach helps to defuse the tension,
19

thereby avoiding the conflicts from spilling over into the main work issues.
Weaknesses: Differences or key points of conflict are not confronted and thus they
remain under the surface. This method, therefore, is a temporary measure.
5. Appealing to Super Ordinate Goals
This method focuses the attention on the higher goals that the conflicting groups share or
the long-range aims that the groups have in common. The method emphasizes that these
goals must be highly valued and cannot be obtained without the help of all the
parties/groups involved in the conflict. Thus, the current problem is projected as
insignificant compared to the more important mutual goals. This method emphasizes
dependency and co-operation. The most successful and the most frequently used super
ordinate goal is the organizational survival, which will be jeopardized if the conflicting
groups do not co-operate. Planning and defining the goals of each work group in the
organization bring in responsibility for the groups. This makes each group to work hard
and thus helps to reduce inter group conflicts.
Strengths: This method, when used cumulatively and also reinforced, helps to develop
peace-making potential.
Weaknesses: This method is very difficult to device, as finding super ordinate goals that
are important to both the groups is not easy. There has to be a reward system inherent in
this method, as otherwise groups may fail to work for the attainment of the goals.
6. UsingRepresentatives
This approach helps to contain the conflict. In order to decide an issue, it is always better
to meet the representatives of the opposing groups rather than dealing with the groups
per se. This is mainly because the representatives know the problems well and can argue
the points of view of the group more precisely. As this process could lead to rejection of
20

the representatives by the group members, it may be better to use group representatives
from each side to overcome individual anxiety about group rejection.
Strengths: The major strength of this approach is that one may be able to get a better
picture about the problems by involving representatives rather than the groups
concerned.
Weaknesses: Representatives are not totally free to engage in compromise. Sometimes,
with this approach, the inter group problems may be lost sight of. Selection of a proper
representative for each group is very important. Personal influence of the representatives
could lead to negative consequences.

7. Altering Structural Variables

This approach changes structural variables. It includes transferring and exchanging group
members and expanding the group or organizations boundaries. Structuring the
interaction between the groups can be effective in resolving conflicts. Many a times,
decreasing the amount of direct interaction between the groups early in the conflict helps
to prevent the conflict form escalating. Role reversal for people between interdependent
departments could also reduce conflict.
Strengths: It can be permanent and this strategy is usually within the authority of a
manager.
Weaknesses: This approach is often expensive. It forces the organization to be designed
for specific individuals and thus requires continual adjustment as people join or leave the
organization.

8. Negotiation

21

This approach requires each party to give up something of value. People negotiate
because of self-interest. Negotiation, as a process for conflict resolution, necessarily
centers on the issue on which the two parties are in conflict and not their relationship in
total. It is an approach where both sides walk towards each other to reach a mutually
acceptable position. In this process, it is quite but natural that each party expects the
other to not only walk faster but also with bigger steps. It is, thus, possible that negotiation
may sometimes result in a compromise and sometimes in a deadlock.
Strengths: There is no clear loser in this approach. This method is consistent with the
democratic values. This approach gives an expedient solution when under time pressure.
This method is effective when there are several acceptable alternatives that both groups
are willing to consider.
Weaknesses: There is no clear winner. This method is effective only when both the
groups are relatively of equal power. Otherwise, this approach becomes a power-oriented
one, and is influenced heavily by the relative strength of the parties. This approach is
possible only when both the sides realize that concessions will be necessary in order to
reach a solution. It is only a temporary measure, as it is not in the long-term interests of
either group.
9. Problem Solving / Confrontation / Collaboration
This method seeks resolution through face-to-face confrontation of the conflicting parties.
The conflicting parties seek mutual problem definition, assessment of the problem, and
the solution. In this approach, there is an open expression of feelings ad well as
exchange of task-related information.
Strengths: This method is effective in dealing with conflicts stemming from semantic
misunderstandings. This method brings to surface the doubts and misperceptions. This
method is good where insights of diverse people are sought; where concerns are too
important to be compromised; and also to gain commitment from others through
22

involvement.
Weaknesses: This method is time-consuming. This method is not effective for many noncommunicative conflicts, especially those based on different value systems. Again, for this
method to be effective, there should be a minimal level of trust between the two groups, in
the absence of which the groups may not reveal their true preferences.
10. Reducing Task Inter-dependence
Reducing task interdependence between groups and assigning clear work responsibilities
to each group is one of the ways of redesigning organizations. This is an effective method
to resolve inter-group conflicts.
Strengths: This approach is effective when the work can be clearly divided into distinct
segments or projects.
Weaknesses: This strategy could sometimes result in duplication of work and also in
wastage of resources. Again, creativity is curtailed, as work areas are restricted and thus
the responsibility to create new ideas also gets restricted.
11. Expansion of Resources
One of the ways to manage conflicts, arising out of competition for limited resources, is to
expand or increase the availability of scarce resources.
Strengths: This method facilitates each conflicting party to be victorious.
Weaknesses: Resources rarely exist in such quantities that they can be expanded so
easily.
12. Altering the Human Variable
23

This method helps to change the attitudes and behaviour of one or more of the conflicting
parties. This includes use of education, sensitivity and awareness training, and human
relations training.
Strengths: Results can be substantial and permanent. This method has the potential to
alleviate the source of conflict.
Weaknesses: It is most difficult to achieve. This approach is also slow and costly.
13. Establishing Rules and Procedures
This approach calls for establishing, in advance, a set of formalized rules and procedures
that will specify how group members are to interact with each other.
Strengths: This approach is most simple and least costly.
Weaknesses: Rules and Procedures minimize the information flow between departments
or work groups. This method works well only when inter group activities can be
anticipated well ahead of time and when they recur often.
14. Establishing Liaison Roles
Liaison role refers to individuals with specialized roles designed to facilitate
communication between two interdependent work groups. This could help reduce the
inter group conflicts.
Strengths: This is most suited when the manager has less time at his disposal to attend to
the conflicts and to bring about a proper resolution. Liaison role can be hired as and when
required. This gives a greater flexibility for the managers to get an appropriate person,
depending on the problem situation. This method has an added advantage as the liaison
24

person may not have any vested interested in either group.

Weaknesses: The liaison person should be able to speak the language of both the
groups. There are always certain limits to any liaison persons ability to handle information
flow between interacting groups, especially when the groups are large and interactions
are frequent. Under these situations, this method loses its effectiveness.
15. Identifying a Common Enemy
Studies indicate that groups can temporarily resolve their conflicts to combat a common
enemy. Thus, by presenting a common threat, the conflicts can be pushed to the
background.
Strengths: This method provides an easier way to prevent conflict from aggravating. It is
handy when time is short to resolve the conflict.
Weaknesses: It is a highly temporary approach as the groups fall apart as soon as the
common threat is removed.
Each of these means and ways indicated above to manage conflicts is appropriate and
effective, depending on the situation, and nothing is inherently right or wrong with any of
these approaches / ways. The person has to assess the situation and the nature and
intensity of the conflict, and select an appropriate strategy / way to deal with the conflict.
Most importantly, a person must be more flexible and should be able to change from one
strategy / way to another depending on the need, time available, and resources at hand,
rather than sticking to a particular approach/ways all the time. To manage conflicts
effectively, one has to necessarily develop these skills.

25

Ten Tips for Managing Conflict, Tension and

Anger
From Clare Albright, Psy.D.

To be a safe and predictable person for those around you at work and at home, it is
essential that you are able to maintain your composure when you feel like your 'buttons'
are being pushed. This strength will help you to achieve your goals in business as well as
your goals for your personal relationships.

26

1. Share negative emotions only in person or on the phone. E-mails, answering

machine messages, and notes are too impersonal for the delicate nature of negative
words. What feels like a bomb on paper may feel like a feather when delivered in person.
2. Pepper your responses with the phrase, "I understand". This phrase will support
your goals when the tension is high and you need to find common ground to form
compromises or agreements with the other party.
3. Take notice when you feel threatened by what someone is saying to you. Resist
the temptation to defend yourself or to "shut down" the other person's communication. It
will take this kind of discipline to become an open, trusting communicator.
4. Practice making requests of others when you are angry. It is often much more
useful to make a request than to share your anger. For example, if the babysitter is driving
you crazy by leaving dirty dishes in the sink, it is better to make a request of them than to
let your anger leak out in other ways such as by becoming more distant.
5. Try repeating the exact words that someone is saying to you when they are in a
lot of emotional pain or when you disagree with them completely. This mirroring
technique can keep both the speaker and the listener 'centered' in a difficult conversation,
especially when the attitude of the person doing the mirroring is to gain understanding of
a different point of view.
6. Take responsibility for your feelings to avoid blaming others. Notice when 'blame
shifting' begins to leak into your speech. "I feel angry when you are twenty minutes late
and you don't call me" is much better than, "You make me so mad by being late."
7. Learn to listen to the two sides of the conflict that you are in as if you were the
mediator or the counselor.

If you can listen and respond in this way you will bring

peace and solutions to the conflict more quickly. For example, in response to an
employee's raise request, you might say, "On the one hand I understand that you really
need the raise, and on the other hand I represent the company, whose funds are very
scarce at this time. Is there a way that I can work on your compensation package that
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does not involve cash?" Here, the mediator's point of view can look for the creative
compromise that takes into account the limits and the needs of both parties.
8. Take a playful attitude towards developing the skill of emotional self-control in
high conflict situations. You could view maintaining self-control in a tense, angry
conversation as an athletic feat. You could also view developing this skill as similar to
working out at the gym with weights - the more that you use your self-control muscle the
bigger it will grow and the easier it will be to remain calm when tension is great.
9. Wait a few days to cool down emotionally when a situation makes you feel wild
with intense feelings, such as rage.

As time passes, you will be able to be more

objective about the issues and to sort out the truth about the situation more clearly.
10. Make a decision to speak with decorum whenever you are angry or frustrated.
If you give yourself permission to blow up, people will not feel safe around you. They will
feel that you are not predictable and will carry 'shields' when they are near you. The fear
and walls of others will not support your goals for success in relationships or at work.

Conclusion

It is clear that conflict is a part of living and working together. Suppression of conflict
creates an air of unreality and generates `underground stresses and strains in a system,
which may erupt like a volcano and destroy the system. It is better to have open conflict
than to choke the system with suppressed emotions. For organizations to be productive,
certain amount of conflict is always necessary. It is essential that managers of
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organizations analyze the sources of conflicts in the organization and use appropriate
strategies to tackle them, lest the conflict should lead to disastrous consequences for the
individual as well as for the organization.

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